1. Brock Change Leadership There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things. Nicolo Machiavelli - The Prince.

2. Agenda Welcome Explore the Challenge of Leading Change Reflect, Question, Debate, Learn, Have a workable plan Have Fun

3. Why Should Anyone Care About Change? Burnes (2004), who conducted an extensive review of the literature, suggests that the figure may be higher than two-thirds of change efforts fail. Change is emerging as a key organizational topic—if not the key organizational success topic. There is clearly a need for improvements how to undertake successful change.

4. Then Why Change? That he not busy being born – is busy dying It’s alright, Ma (I’m only bleeding) Bob Dylan RIM 2008 “Can I keep my BB?” President O - $200.00 2012 “I want an iPhone?” The World – $7.36 BB2013 “BB might be cool again” - $14.06 2015 “Mmmm what else can we do?” – $12.43 The ability to enact change successfully sets leaders apart from others – a life skill.

5. Quick Question? Who are you now? Session Goal – 3 C.A.L.L. (and some planning)

6. Approach Problem based learning Task: Lead your team / section through a needed change Identify salient problems to overcome Draw from theories, principles, models to guide your journey (W)Right Model Determine your “best” approach

7. So, Outcome … What are you going to do? Big Picture (what is your change strategy) Tomorrow (to start the journey) Where to be after first 90 days Presentation: 5-7 minutes to sell/tell your approach

8. Pick a change you would like to make Individual challenge – discussed in a small group Use the ‘work book’ to plan your change

9. What is organizational change? Organizational change occurs when an organization restructures resources to create value and improve effectiveness.

10. The (W)Right Change Model TM Me: Leadership Skills, Sharpen the Saw Map: Environment, Political Terrain (Stakeholders), Disruptive Technologies, Marshall: Urgency, Focus, Coalitions/Networks Message: Vision, Values Motivate: Communicate with the Elephant & Rider, Path, Small Wins Manage: Clear Hurdles, Overcome Resistance, Keep an eye out for Grendel’s Mother Work through each of these steps as we develop our ‘plan’

11. The (W)Right Change Model TM Me: Leadership Skills, Sharpen the Saw Map: Environment, Political Terrain (Stakeholders), Disruptive Technologies, Marshall: Urgency, Focus, Bright spots, Coalitions/Networks Message: Vision, Values Motivate: Communicate with the Elephant & Rider, Path, Small Wins Manage: Clear Hurdles, Overcome Resistance, Keep an eye out for Grendel’s Mother

12. ME: It starts with you Jim Kouzes & Barry Posner Model the Way Managers do things right Leaders do the right things (in the right way)

13. Credibility Insight REMINDER First Law of Leadership “If we don’t believe in the messenger, we won’t believe in the message

14. How do you know when you see a credible leader? They practice what they preach They walk the talk They put their money where their mouth is They follow through on their promises Their actions are consistent with their words L.L.L. - They do what they say they will do

15. Reflection Break “We must become the change we want to see” (Mahatma Gandhi)

16. The (w)Right Change Model TM Me: Leadership Skills, Sharpen the Saw Map: Environment, Political Terrain (Stakeholders), Marshall: Urgency, Focus, Bright spots, Coalitions/Networks Message: Vision, Values Motivate: Communicate with the Elephant & Rider, Path, Small Wins Manage: Clear Hurdles, Overcome Resistance, Keep an eye out for Grendel’s Mother

17. Forces of change Task: What ‘environmental’ forces are causing Brock (you and your team) to change? (now / future) Economic Political/Legal Technology Social/Demographic Other?

18. MAP: Political Terrain Kurt Lewin Force Field Analysis:

19. Lewin’s Force Field Steps 1. Describe Current Situation 2. Describe Desired Situation 3. Identify where current situation will go if no action taken 4. List forces driving change to desired / restraining forces 5. Discuss all the forces – can they be changed? Which are the critical ones? 6. Determine if you can negate the restraining / enhance the driving 7. Recognize that changing one might impact the others (both positively and negatively)

20. Apply Task: Start an force field analysis of your change. Let’s chat.

21. Change Wisdom "If you want to make enemies, try to change something." - Woodrow Wilson "God grant me the serenity to accept the things I cannot change, the courage to change the things I can, and the wisdom to know the difference." - St. Francis of Assisi

22. The (w)Right Change Model TM Me: Leadership Skills, Map: Environment, Political Terrain (Stakeholders), Marshall: Urgency, Bright spots, Coalitions/Networks Message: Vision, Values Motivate: Communicate with the Elephant & Rider, Path, Small Wins Manage: Clear Hurdles, Overcome Resistance, Keep an eye out for Grendel’s Mother

23. Kotter 1. Establish a Sense of Urgency “Discovery process” step back and examines the big picture to identify critical issues Understand the vulnerability in the organization (or, create it - Cortez) Who are the antagonists? Arouse dissatisfaction with current state; tell them about deficiencies in organization Achieved when 75% of your leadership is honestly convinced 2. Create a Powerful Coalition Who do you need close by?

24. Task: What is your sense of urgency? Pair up in groups of three and work individually on the urgency question. And, who do you want in your Coalition? (5 – 7 people)

25. The (w)Right Change Model TM Me: Leadership Skills, Map: Environment, Political Terrain (Stakeholders), Marshall: Urgency, Coalitions/Networks, Message: Vision, Values Motivate: Communicate with the Elephant & Rider, Path, Small Wins Manage: Clear Hurdles, Overcome Resistance, Keep an eye out for Grendel’s Mother

26. Reflection Time You are driving and as you turn the corner you drive into fog – what do you do?

27. Message: Inspire a Shared Vision You first need to develop a clear vision of your future

28. HINTS: Strategic Visioning Henry Mintzberg debunks popular approaches to strategic planning as overly analytic; in order to be effective, he claims, strategy should involve intuitive glimpses of possibility The anticipatory principle --the development of imaginative capacity to form possible images of future states—the most potent vehicle for transforming human systems is our ongoing projection of a future image (vision)

29. Vision: on a clear day you can see forever Visions are about possibilities, about desired futures. Discovery Points Janusian Thinking (Past/Future) Imagine the Ideal: what is the best that could happen? Discover the Theme: what are you passionate about?

30. Cheering About Key Values Aircraft Carrier “the lost wrench” What did the Captain do? What does this story reinforce? What values are you drawing from?

31. Change Wisdom "You never change things by fighting the existing reality. To change something, build a new model that makes the existing model obsolete." - Buckminster Fuller "Never believe that a few caring people can't change the world. For, indeed, that's all who ever have." - Margaret Mead

32. Task What is your vision? Sell/Tell it: Elevator pitch – one paragraph One-word pitch – “plastics” Subject line pitch – “3 simple but proven ways to get your email read” Twitter pitch – 140 characters

33. The (W)Right Change Model TM Me: Leadership Skills, Map: Environment, Political Terrain (Stakeholders), Marshall: Urgency, Focus, Bright spots, Coalitions/Networks Message: Vision, Values Motivate: Communicate with the Elephant & Rider, Path, Small Wins Manage: Clear Hurdles, Overcome Resistance, Keep an eye out for Grendel’s Mother

34. And now for something … … completely different

35. Switch Direct the Rider Motivate the Elephant Shape the Path

36. Direct the Rider Follow the Bright Spots: Malnourished … find out what’s working and clone it Script the Critical Moves: Finance Company …Think Specific a-b-c Point to the Destinations: Know where you are heading and why it’s worth it NHS and Route Certification

37. Direct the Elephant: Putting Feelings First Putting Feelings First Our elephant is lazy and skittish: seeking short-term benefits vs short-term sacrifices. So MOTIVATE the Elephant: Find the Feeling: Make people feel something (Red is Fading) Shrink the Change: Break down the change (Carwash) Grow your People: Cultivate a sense of identity (Parrot)

38. Shape the Path Tweak the Environment: Change the situation (Yellow) Build Habits: rider is not taxed (Meatless Mondays) Rally the Herd: Behaviour is contagious (Towels)

39. Knight - Show something is happening (Ravenswood School District) AA Wt Watchers - Incremental Change (but visible to others) One hop at a time Seek Small Wins

40. The (w)Right Change Model TM Me: Leadership Skills, Map: Environment, Political Terrain (Stakeholders), Marshall: Urgency, Focus, Bright spots, Coalitions/Networks Message: Vision, Values Motivate: Communicate with the Elephant & Rider, Path, Small Wins Manage: Clear Hurdles, Overcome Resistance, Keep an eye out for Grendel’s Mother

41. Tipping Point Leadership Kim and Mauborgne HBR, 2003 Bill Bratton – Police Leader Cognitive Hurdle Get people to agree on current problem (face-to-face with problems) Bratton began requiring that all transit police officials- beginning with himself-ride the subway to work, to meetings, and at night. Resource Hurdle Focus on “hot spots” and bargain with partner organizations (concentrate resources – never enough $$) Bratton de-emphasized or virtually eliminating some traditional features of transit police work while increasing emphasis on others or creating new ones - introducing mobile processing centers known as "bust buses."

42. Tipping Point Leadership Kim and Mauborgne HBR, 2003 Motivational Hurdle Put the stage lights on and frame the challenge to match organizations values Bratton had selected precinct commanders called before a panel of the senior staff (the selected officer was given only two days' notice, in order to keep all the commanders on their toes). The commander in the spotlight was questioned by both the panel and other commanders about the precinct's performance (KEY: based on fair processes and known goals: "block by block, precinct by precinct, and borough by borough. Political Hurdle Identify and silence internal opponents and isolate external ones Bratton's alliance with the mayor's office and the New York Times isolated the courts which had opposed his zero-tolerance policing out of fear that it would clog court schedules. And, large cars.

43. Cynicism about Change Reichers, Wanous & Austin, (1997) 25-40% will respond cynically to the next change Why? Uninformed – lack of communication  Action: Over-communicate – credible spokespersons, positive messages, multiple channels / repetition, two-way communication Previous experience  Action: Deal with the past Negative disposition  Action: Hire well but also publicize successful changes  Action: See world from others perspective Lack of opportunity to be involved  Action: Keep them involved – ask for input

44. Communicating Change Stroh and Jaatinen: Chaos model We live in a network world Interactions are random yet determined; “Butterfly” effect Goal – relationship building which leads to information gathering and sharing Opportunities for people to bump into each other (bumble bees)

45. Experiment and Take Risks Set up little experiments Make it safe for others to experiment Accept that failure will happen – learn from it

46. So … What are you going to do? Big Picture (what is your change strategy) Tomorrow (to start the journey) First 90 days Presentation: 5-7 minutes to sell your approach

47. Reflection Questions What critical forces that are causing you to change? What driving forces do you need to Enhance? Restrain? How will you dissatisfy people from the current state? What is your sense of urgency? Who is in your Powerful Coalition? What is your vision – few words? What’s your key value(s)? How are you directing the rider? How are you directing the elephant? What’s the feeling? How are you shaping the path? What hot spots are you focusing on? What’s your first small win?

48. Final Exam … Why is change so hard to enact? Who would you rather spend an hour in conversation with – Lewin or Kotter? Why? What are your 3 CALL?

49. Change Leadership Barry Wright bwright@brocku.ca (905) 688- 5550 ext 5034